• Abstract and Figures
• Public Full-text

Still Taking the “Old School” Approach to Matter Management? Time to Upgrade Your Tools with Expert Matter Planning Law firms are increasingly under pressure to find alternative engagement “Matter Planning has helped Bird & Bird models such as fixed fee arrangements or discounted rates, and to improve have confident client negotiations and deliver the transparency and accuracy of new matter proposals to remain competitive. to clients a more transparent, well-managed, cost effective solution”* To meet their clients’ requirements law firms need innovative tools to help them Paul Colvin, CFO, Bird & Bird make the right business decisions, manage the risk associated with alternative fee arrangements and optimise efficiency in order to drive profitability. * To hear more about Expert Matter Planning please see the interview with Paul Colvin, featured in this month’s issue of Briefing. Aderant Expert Matter Planning provides firms with a sophisticated yet easy to use solution to these business challenges. Benefits of Matter Planning: • Save time by searching for similar, historical matters and generate more accurate forecasts and proposals • Track the life cycle of matters to report actual revenues and costs vs. budget • Create a flexible, repeatable process that can be used to plan, forecast, and monitor all new matters • Deliver detailed resource and disbursement budgets • Integration with Precedent H form for Civil Litigation Cost Budgeting (introduced in April 2013 following the Jackson Report) +44 (0)20 7038 9600 I [email protected] Copyright © 2013 Aderant Holdings, Inc. All rights reserved. www.aderant.com YOU VS. WORKFLOW THAT DOESN’T FLOW. Introducing Thomson Reuters Elite™. A complete enterprise business management solution for more effi ciency, transparency, and profi tability. Today, fi rm-wide automation of your most critical business processes is no longer an option – it’s a must-have. Thomson Reuters Elite makes it happen. Now, with powerful business logic, including standard and customizable process steps and rules, you can focus less on everyday tasks and more on new business. Streamline operations. Foster collaboration. Increase productivity. See the workfl ow fl ow – everywhere. DISCOVER A BETTER WAY AT ELITE.COM ©2012 Thomson Reuters. L-377700/8-12 briefing on: Finance management in 2013 March 2013 Over the last few years a lot of copy has “I also think that there’re a number of flowed under the bridge of time about how opportunities coming out of [the market the legal market is changing, renewing. It’s changes], with the very large firms all going different. Which is funny because most after the large multi-national clients and the big of the time it’s the same people, and the ticket transactions. That’s opened up a number same firms, doing the same things. Not in of niches [outside those areas]. So if [as a Briefing, of course – we’re trying to spot the smaller firm] you can develop your strategy to trends as they happen. exploit one of those niches, perhaps by taking That’s why this month we interview on some very well-trained people that fall out Robert Boardman, finance director (UK, of an area of businesses perhaps not being US, EMEA, Asia) for newly merged Herbert focused on by one of the big global firms, you Smith Freehills. It’s a new firm, and he’s a can make yourself a very exciting business. relatively new boy, joining Herbert Smith, “The key to it is: either go for the big global and the legal sector, in 2009. Before that he strategy which you can afford, or think very spent seven years in various financial services hard about what your specialism is, and then and investment houses, after leaving Arthur remain agile and flexible.” Andersen in 2000. He knows the outside world, He says it still makes sense to be able to and he understands what financial houses be in a couple of geographies – so even for think of other businesses – how they assess the smaller firms, it seems, the future has to their relative health and financial competence. be international even if it’s not global – and It’s that view that’s probably influencing the strategically firms need to look for the lucrative changes happening within HSF. geographies and attempt to create a strategy to HSF’s merger in 2012 with the Aussie exploit them. firm Freehills created a global behemoth, an “There clearly are opportunities in places £800m revenue firm with big connections in like Asia and Australia, particularly, but that Asia-Pac, one of the key markets for growth may not be playing to the strengths of your in legal. It’s a big play, and it may be the only business, or where you see the opportunity. real route for the biggest firms to growth. [Playing in multiple geographies] is one way of But does it mean other firms, if they can’t go balancing up your book of business.” global, are strategically out in the cold? No, The globalisation of Big Law, therefore, leads says Boardman – as long as they can get a clear to a number of further opportunities for firms strategy of their own. not in the top 10 or 20 – these combinatorial “There’s a group of top firms that have strategies open up to them as Big Law fights a made that play, to go for globalisation either bigger battle. It just needs the right people in by organic growth or by merger, and there’s a those smaller firms to see the mix to go for. group of businesses that have that scale and “This is all part of talking about the quality that capability. For the firms that aren’t able to, of earnings that arise from your strategy, and because of their size or the cost of investing you can get quality of earnings from a number in global expansion, and their inability to of different sources by the spread and the fund that, there are still a variety of strategies repeat nature of your clients – or you can get available, in terms of being niche players in it from geography, or from the type of law that both the domestic markets, or combinations of you do. It’s just picking from the matrix.” different markets, focusing on different areas. This is a corporate man speaking, not the 8 briefing on: Finance management in 2013 March 2013 how can we remove it? making people more focused on how the client “Other firms are making considerable behaves (when they pay, how they pay, what efforts, but at HSF we think that we’ve got reporting they want, when they want it and so a unique way of looking at optimising our on) makes the firm more client-focused and it revenue. It’s all about the ability to drill down makes it more responsive. and capitalise on your information and your “It’s about visibility and transparency, for business intelligence – being able and knowing both parties. The client knows what you’re when to leverage technology and people, to doing, they’re able to get regular updates, good know when a client’s payment run date is, for example, and agree with a client to submit bills at a different point in the month, knowing that you haven’t missed their payment run date. You get paid faster and that leads to efficiencies of process on both sides. Clients are quite focused on this both from a corporate governance and procurement perspective. When something’s approved, they like to get it paid. They get judged on those payments, because it’s part of their working capital stats and their working capital efficiency. “It’s about visibility and transparency, “Being able to understand for both parties. The client knows what the way clients operate creates a you’re doing and they’re able to get regular virtuous circle, it leads to greater updates, good visibility on financials” business efficiency all around, and increases your level of financial Robert Boardman, FD at Herbert Smith Freehills hygiene. Revenue is optimised when you do that on a timely basis, but you need processes and technology in place that allow you to find those opportunities and efficiencies, which is some of visibility on financials that they understand what we’re trying to do.” … and that leads to more efficient billing and payment cycles and a better relationship all around, because you understand the client’s Transparency and client service business better.” This delivers against Boardman’s quality of Those processes and technology combine to earnings benchmark and it brims with financial make an attempt to change the way law firm hygiene points. “I’ve got a greater predictability lawyers and business services people work – of income, I’ve got a better conversion rate, and 11 briefing on: Finance management in 2013 March 2013 that allows you to forecast into the future, see whereas previously you might have been what my pipeline is in the business – and that’s running through their list of matters on a a great story for funders and owners in the monthly basis. So it doesn’t change their business as well, because they can see when the behaviour – I don’t like ‘behaviour’ – but it revenue likely to happen, and how likely is it to changes the focus of their day and the focus happen? You get a much better view on your of the support. There are opportunities, then, pipeline and your visibility of how you work within support, to make sure you’re optimising with your clients.” your support efforts, which will yield better This is something banks like Barclays, for example, have been calling on Briefing readers to address for years – because it’s about stability and cash ““Time literally is money in this flow – but it’s more than that, says Boardman.

Load more

  39

Copy Link